Adilet Nazarbayev, Director, CIS Johnson & Johnson Innovative Medicine, was elected to the Board of Directors for a two-year term beginning in February 2024.
Adilet joined Janssen, the pharmaceutical products division of Johnson & Johnson in 2005, beginning his career as a sales representative. In 2014, he was appointed Head of Janssen in Kazakhstan and in 2019 he was promoted to Head of Business Development for CIS and Ukraine, responsible for Janssen’s strategic development in the region. InJanuary 2021 he was appointed Janssen CIS Country Director, and in early 2024 he became Head of the independent local legal entity Johnson & Johnson Kazakhstan.
In 2019, Adilet Nazarbayev received the “Excellence in Healthcare” commendation from the Minister of Health of Kazakhstan for his contribution to public health and participation in improving the country's healthcare system. He is Chairman of the AmCham Intellectual Property Rights (Pharmaceuticals) Working Group, which meets regularly with the Health Minister to discuss recommendations for the country’s healthcare system.
We sat down with Adilet to discuss the future of healthcare in Kazakhstan, power of public-private partnerships and businesses driving innovation and investment.
Since incorporating a legal entity in Kazakhstan in 2023, what were the key changes for Johnson & Johnson’s business in the country?
In 2023, we established a local LLP here, which is a strong proof of our company’s long-term commitment to Kazakhstan.
Moreover, this year, we have already established a local warehouse, which allows us to consolidate all our products from different production facilities here. This enables us to respond to market demands as quickly as possible and reduce delivery timelines. We are getting as close as possible to our customers and rapidly meeting the needs that arise in the healthcare system. Previously, we operated through a distribution model where distributors placed orders themselves, imported products, and this required longer lead times.
What role does Kazakhstan play in Johnson & Johnson's strategy?
Kazakhstan is currently one of the key markets for us, especially within the emerging markets cluster.
In this regard, the interests of both the company and the government are aligned. The government prioritizes the social sector, including the healthcare system. Similarly, as a company, we place patients and their needs at the forefront. This has been our focus throughout our more than 10-year presence in the market.
We do not just provide innovative therapy for patients suffering from serious socially significant diseases such as HIV, psychiatric disorders, oncology, hematology, rare (orphan) diseases, and various immunobiological conditions. We also provide education for healthcare professionals and patient communities to increase awareness about diseases and innovative treatment methods available today.
Additionally, we invest in various projects that enhance healthcare infrastructure, including educational initiatives and support for various non-profit and patient-focused organizations. We also engage in public-private partnerships where we either share costs with the government or collaborate through other compliant interaction mechanisms.
How does Kazakhstan compare to other markets in the region in terms of ease of doing business?
Each country has its own nuances. In Kazakhstan, I appreciate even in the face of budget constraints, the government prioritizes the social sector and healthcare and makes efforts to improve the investment climate.
At the same time, there are areas for improvement, such as simplifying regulations in line with Western standards or accelerating registration processes. Another crucial factor is the protection of intellectual property rights according to international standards. Improving these would make Kazakhstan a more attractive business destination.
What is your vision for the future of the healthcare industry in Kazakhstan?
Nowadays, digitalization and AI are the trending topics. Kazakhstan is a vast country with a relatively low population density, meaning there are many remote areas. Through digitalization and telemedicine, many services can be made more accessible for the citizens living in various locations.
Moreover, improving access to innovative therapies for patients in both urban and remote areas is essential, ensuring equal opportunities for all. Another priority is enhancing the education of the medical community and professionals so they can effectively communicate innovative ideas to patients.
Lastly, public-private partnerships represent a unique opportunity for businesses and the government to find common ground and work towards mutual goals.
What policies could Kazakhstan introduce to improve the healthcare industry?
Regarding intellectual property (IP), it is crucial to establish well-developed regulatory frameworks with clear and transparent rules. In the long run, this would make the market more attractive to investors.
Additionally, the government should remain open to dialogue with businesses—not just in terms of public-private partnerships but also in seeking expertise. Businesses can contribute time, human resources, and new technologies to ensure the legislation and other regulations are up-to date with the market changes.
How can AmCham support your industry?
AmCham is already providing support, which is why we are a member company. AmCham creates a platform for dialogue between businesses and the government. This is vital for ensuring that businesses are heard and for building win-win solutions where both the government and businesses benefit.
As I mentioned earlier, businesses can bring investments, solutions, and technologies, while the government can leverage these to improve the investment climate, enhance infrastructure, and develop sustainable solutions. This, in turn, fosters economic growth and strengthens the healthcare system as a whole.
Can you provide specific examples of successful collaborations between the government and businesses?
Last year, we developed and proposed a cost-sharing or co-payment project for diseases such as prostate cancer and immunobiological therapy. The model ensures that when the government purchases one package of medication, it receives additional package. Such projects are already being implemented, and we continue to propose new portfolio-based initiatives. Beyond direct investments, our company contributes to the education of healthcare professionals. We organize conferences, roundtables, and educational events to increase awareness among doctors about innovative treatment methods, benefiting the broader medical community.
What advice do you have for emerging leaders interested in public affairs engagement?
First and foremost, I believe that a company's leader is engaged in all processes, including government relations. It is crucial to be proactive in this area because businesses, through long-term planning, can identify risks and opportunities and act accordingly. We should not wait for things to happen on their own but rather take the initiative.
As businesses, we must present verified, validated data when engaging with the government. Lastly, patience is essential. Governments operate differently from businesses, sometimes meaning processes do not always move as quickly as we would like. However, we must recognize that the efforts we invest today will yield results over time, making it a crucial long-term commitment.